Now more than ever, we need to unleash the talent of individuals, teams, and organizations. This might be the only hope we have to not just survive but thrive. But, too often, we put a wet blanket over the fire of innovation and motivation. In the midst of uncertainty, we attempt to control outcomes by controlling actions. In a state of fear, we insist on obedience to what has worked in the past – even if it no longer works. We somehow believe that rigidity results in predictability. Worried about the future, we become opaque rather than transparent with our teams. And when push comes to shove, we doggedly trust just ourselves and our instincts. We have always believed that no one person can know everything and needs to rely on the talents of others to be successful in a role, on a project, other is critical. It is impossible for a person to know it all and do it all when it is all different.
We maintain that highly motivated individuals and teams who are passionate about delivering results will figure out what to do and make sure the right things get done. If such people understand what needs to be done and why it needs to be done and have the tools to succeed, miracles seem to happen. And, given the ambiguity that accompanies the decisions we make, we need such miracles.
Source: “The Agile Culture: Leading through Trust and Ownership”, Pollyanna Pixton, Paul Gibson and Niel Nickolaisen, Addison-Wesley